KEY RESULT AREAS OF THE DIVISION OF NATURAL RESOURCES

What are Key Result Areas? Key Result Areas (Known as KRA’s) are just that: areas or categories of results that are essential to effective performance in your organization. Accomplishments within these areas are necessary if your organization is to carry out its mission successfully and meet the expectations generated through your plan.

Leadership / Management
Customer Service
Natural Resource Stewardship
Policy Development / Implementation
Infrastructure Development
Fostering Partnerships

LEADERSHIP AND MANAGEMENT

We need to provide the necessary support, be it training, mentorship, coaching and counseling to improve the management capabilities of our supervisors to meet the challenges facing them in managing their offices and/or programs during changing times and to also enhance the leadership skills of our supervisors and staff so that we can motivate and lead the Division down new paths of solution in addressing issues facing us today.

CUSTOMER SERVICE

To improve our service delivery, we must know who our customers are and what are we suppose to provide or what do we want to provide? The consideration here are two-fold: first, what are my core responsibilities and second, given my core responsibilities, what can I produce with my current resources and personnel and what additional resources will I need to improve the quality of life of our people and our communities? The Division must be a positive force in not only achieving results, but in also working effectively with the Tribal system and with local communities. We must know whom we are serving, both within the government process and to other external entities. Once we know whom we serve, we must evaluate and determine how do we improve and how do we continue to get better.

NATURAL RESOURCE STEWARDSHIP

The mission of the Division is to conserve, protect, and manage the natural and cultural resource assets of the Nation. How do we as DNR staff become better stewards of the Nation’s resources and promote that same ideal to our communities and empower them in a positive manner to assist us in achieving mutually, beneficial goals and objectives? How do we promote local involvement in the conservation and management of their natural resources? How do we promote participation of different stakeholders and how do we enhance both internal and outside entities to take ownership or their resources to benefit their communities and in the long run benefit the Nation.

POLICY DEVELOPMENT AND IMPLEMENTATION

The Division and its departments need to review their core responsibilities and determine if we have the proper direction, through policy and regulation, to address and resolve issues facing us today. It is apparent that different policies need to be modified and in certain instances new policies and laws will need to be established. With the changes made to Title II, the Division must actively move towards a rule-making process. Areas need to be delegated to the Division and legislation and administrative review processes need to be defined and established.

INFRASTRUCTURE DEVELOPMENT

In the Division’s Vision Statement, one aspect of infrastructure development is defined with the Division’s focus in promoting the design and construction of structures required to store and convey water and to generate and transmit electrical power. But we must also look at what we need to build within our departments and programs to better deliver services and how do we improve the productivity of out staff? What condition is our internal infrastructure (which would include office space, equipment, new technology, capacity, etc.) and how do we continue to improve our capabilities to provide needed service through out the Nation?

FOSTERING PARTNERSHIPS

The Division must continue our efforts to establish effective partnerships that will help us achieve our goals and improve the quality of life for our people. We must become proactive in this area and we need to improve our working relationships with other Navajo Nation Divisions, State agencies, Federal agencies and corporate and business entities. We must find ways to work more effectively with our Council Delegates and promote the ideals of a partnership. That does not mean we will always agree on issues, but we must find solutions to issues and not have all the impact of a decision fall totally on the Division. Through our leadership, we must help teach others how to give and take and through dialogue come up with options to resolve challenging issues facing us today in a manner that allows for win-win solutions.